Project management fundamentals

impossible is just an excuse

Fundamentals of Project

Management

Mas Jaffar


Key ConceptsKey ConceptsKey ConceptsKey Concepts

� Project

� Program

� Project manager

� Project management

� Project process groups

� Project knowledge area

� Project management office

� Portfolio� Project life cycle

� Functional organization

� Matrix organization

� Projectized organization

Fundamentals of Project Management Mas Jaffar

� Portfolio

� Project risk

� Stakeholder

� Triple constraint


Key TechniquesKey TechniquesKey TechniquesKey Techniques

� Project management framework

� Differences between projects and operational activities

� Project management interaction with general management

� Project characteristics throughout the life cycle

Stakeholder responsibilities� Stakeholder responsibilities

� Triple constraint interactions and dependencies

� Project Management knowledge areas (9)

� Project Management process groups (5)

� Project Management processes (44)



Project: Project: Project: Project: Is a Series of Activities and Tasks thatIs a Series of Activities and Tasks thatIs a Series of Activities and Tasks thatIs a Series of Activities and Tasks that

� Have a specific objective to be completed within certain specifications

� Have defined start and end dates

� Have funding limits (if applicable)

� Consume human and nonhuman resources (i.e., money, people, equipment)

� Are multifunctional (i.e., cut across several functional lines)



A Project Is TemporaryA Project Is TemporaryA Project Is TemporaryA Project Is Temporary

Unlike day-to-day operation, a project has specific starting andending dates. Of the two dates, the ending date is the moreimportant. A project ends either when its objectives have been metor when the project is terminated due to its objectives not beingmet. If you can’t tell when an endeavor starts or ends, it’s not aproject. This characteristic is important because projects are, byproject. This characteristic is important because projects are, bydefinition, constrained by a schedule.



Produces a Product or ServiceProduces a Product or ServiceProduces a Product or ServiceProduces a Product or Service

In addition to having a discrete timeframe, a project must alsohave one or more specific products or services it produces. Aproject must “do” something. A project that terminates onschedule might still not be successful—it must also producesomething unique.something unique.



Programs, Portfolios, & PMOPrograms, Portfolios, & PMOPrograms, Portfolios, & PMOPrograms, Portfolios, & PMO

� A group of related projects is called a program

� A is a collection of projects and programs that satisfy the strategic needs of an organization is called portfolio

� Office primary responsible of managing projects and programs is commonly called the project management office (PMO)is commonly called the project management office (PMO)



Project StakeholdersProject StakeholdersProject StakeholdersProject StakeholdersAll people and organizations that have an interest in the project or its outcome are called project stakeholders. The stakeholders provide input to the requirements of the project and the direction the project should take throughout its life cycle

Key stakeholders can include

➤ Project manager—The person responsible for managing the project.➤ Project manager—The person responsible for managing the project.

➤ Customer or user—The person or organization that will receive and use the project’s output.

➤ Performing organization—The organization that performs the work of the project.

➤ Project team members—People who are directly involved in performing project work.

➤ Project management team—Members who are directly involved in managing the project.

➤ Sponsor—The person or organization that provides the authority and financial resources.

➤ Influencers—People not directly related to the project’s product but with the ability to affect the project in a positive or negative way.

➤ Project management office (PMO)—If the PMO exists, it can be a stakeholder if it has responsibility for the project’s outcome.



The Project ManagerThe Project ManagerThe Project ManagerThe Project Manager

� The project manager is the person responsible for managing the project.

� Project manager is the most visible stakeholder.

� PM does not have the ultimate authority or responsibility for any project. Senior management has the ultimate authority for any project. Senior management has the ultimate authority for the project.

� PM is granted the authority by senior management to get the job done and to resolve many issues.

� PM is also in charge of the project but often does not control the resources.



Project ManagementProject ManagementProject ManagementProject Management

“Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.”

� Project management is taking what you know and proactively applying that knowledge to effectively guide your project applying that knowledge to effectively guide your project through its life cycle.

� The purpose of applying this knowledge is to help the project meet its objectives.



Functional OrganizationFunctional OrganizationFunctional OrganizationFunctional Organization� A functional organization structure is a classical hierarchy in

which each employee has a single superior. Employees are then organized by specialty and work accomplished is generally specific to that specialty.

� Of all the organizational structures, this one tends to be the most difficult for the project manager.

� The project manager lacks the authority to assign resources and must acquire people and other resources from multiple functional managers. In many cases, the project’s priority is viewed lower than operations by the functional manager.



Matrix OrganizationMatrix OrganizationMatrix OrganizationMatrix Organization� A matrix organization is a blended organizational structure.

Although a functional hierarchy is still in place, the project manager is recognized as a valuable position and is given more authority to manage the project and assign resources. Matrix organizations can be further divided into weak, balanced, and strong matrix organizations. The difference between the three is the level of authority given to the PM.is the level of authority given to the PM.



Projectized OrganizationProjectized OrganizationProjectized OrganizationProjectized Organization� In a Projectized organization, there is no defined hierarchy.

Resources are brought together specifically for the purpose of a project. The necessary resources are acquired for the project, and the people assigned to the project work only for the PM for the duration of the project. At the end of each project, resources are either reassigned to another project or returned to a resource pool.to a resource pool.



The Triple ConstraintsThe Triple ConstraintsThe Triple ConstraintsThe Triple Constraints� Project scope—How much work is to be done? Increasing the scope

causes more work to be done, and vice versa.

� Time—The schedule of the project. Modifying the schedule alters thestart and end dates for tasks in the project and can alter the project’soverall end date.

� Cost—The cost required to accomplish the project’s objectives.� Cost—The cost required to accomplish the project’s objectives.

Modifying the cost of the project generally has an impact on the scope,time, or quality of the project



Managing Triple ConstraintsManaging Triple ConstraintsManaging Triple ConstraintsManaging Triple Constraints

� The key to understanding the triple constraints is that they are all interrelated.

� MP must stay on top of each one to ensure they are balanced. In addition to managing the triple constraints, the project manager is also responsible for explaining the need for balance manager is also responsible for explaining the need for balance to the stakeholders. All too often, stakeholders favor one constraint over another.

� Any change to one of the variables will have some effect on one, or both, of the remaining variables. Likewise, a change to any of the three variables has an impact on the overall quality of the project.



Project Management Process GroupsProject Management Process GroupsProject Management Process GroupsProject Management Process GroupsProcess groups serve to group together processes in a project thatrepresent related tasks and mark a project’s migration towardcompletion. The five process groups defined by the PMBOK are

➤ Initiating—Defines the project objectives and grants authority to the project manager

➤ Planning—Refines the project objectives and scope and plans the steps necessary to meet

the project’s objectivesthe project’s objectives

➤ Executing—Puts the project plan into motion and performs the work of the project

➤ Monitoring and controlling—Measures the performance of the executing activities

and compares the results with the project plan

➤ Closing—Documents the formal acceptance of the project’s product and brings all aspects of

the project to a close



Project Lifecycle and Processes RelationshipProject Lifecycle and Processes RelationshipProject Lifecycle and Processes RelationshipProject Lifecycle and Processes Relationship

� The PMBOK defines 44 project processes, grouped into five process groups. These processes define the path a project takes through its life cycle.

� Throughout the life of a project, different processes are needed at different times.



PM Knowledge Areas PM Knowledge Areas PM Knowledge Areas PM Knowledge Areas ˘̆̆̆ (1(1(1(1−−−−5)5)5)5)

1. Integration Management: Processes and activities that pull the various elements of

project management together, including developing plans, managing project execution, monitoring work and changes, and closing the project.

2. Scope Management : Processes that ensure the project includes the work required to successfully complete the project, and no more. This includes scope planning, definition,

verification, and control. This area also includes the work breakdown structure creation

3. Time Management : Processes that ensure the project completes in a timely manner.

Activity sequencing and scheduling activities occur in this area.

4. Cost Management : Processes that ensure the project completes within the approved

budget. Basically, any cost management activity goes here.

5. Quality Management: Processes that ensure the project will meet its objectives. This

area includes quality planning, assurance, and control.



PM Knowledge Areas PM Knowledge Areas PM Knowledge Areas PM Knowledge Areas ˘̆̆̆ (6(6(6(6−−−−9) 9) 9) 9)

6. Human Resource Management: Processes that organize and manage the project

team.

7. Project Communication Management: Processes that specify how and when

team members communicate and share information with one another and Management othersnot on the team.

8. Risk Management: Processes that conduct risk management activities for the project. 8. Risk Management: Processes that conduct risk management activities for the project.

These activities include risk analysis, response planning, monitoring, and control.

9. Procurement Management: Processes that manage the acquisition of products and

services for the project, along with seller and contract management.



Grouping Processes related to Knowledge AreaGrouping Processes related to Knowledge AreaGrouping Processes related to Knowledge AreaGrouping Processes related to Knowledge AreaMonitoring and

Knowledge Initiating Planning Executing Controlling Closing Area Process Gp Process Gp Process Gp Process Gp Process Gp

Project Develop Project Charter Develop Direct and Monitor and Close Management Develop Preliminary Project Manage Control Project Integration Project Scope Management Project Project Work

Statement Plan Execution Integrated Change Control

Project Scope Planning Scope Verification Scope Scope Definition Scope Control Management Create WBS

Project Time Activity Definition Schedule Control Management Activity Sequencing

Activity Resource Estimation Activity Duration Estimating Schedule Development

Project Cost Cost Estimating Cost Control Management Cost Budgeting


Project Quality Planning Perform Perform Quality Quality Quality Management Assurance Control

Project Human Acquire Manage Human Resource Project Project Resources Planning Team Team Management Develop Project

Team

Project Communication Information Performance Communications Planning Distribution Reporting Management Manage

Stakeholders

Project Risk Management Risk Risk Planning Monitoring and Management Risk Identification Control

Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning

Project Plan Purchases Request Contract Contract Procurement and Acquisitions Seller Responses Administration Closure Management Plan Contracting Select Sellers


Initiation Process GroupInitiation Process GroupInitiation Process GroupInitiation Process Group

Formally authorizes new project or project phase. The two processes are

1. Develop project charter—Authorizing project or project phase. The

project charter defines project’s purpose, identifies objectives, and

authorizes the project manager to start the project.


authorizes the project manager to start the project.

2. Develop preliminary project scope statement— Documents the

project and the deliverable requirements, product requirements, project

boundaries, methods of acceptance, and high level scope control.


Planning Process GroupPlanning Process GroupPlanning Process GroupPlanning Process GroupDefines objectives and plans course of action required to meet objectivesand project scope. Facilitates project planning across process groups. The 21processes are

1. Develop project management plan

2. Scope planning

3. Scope definition

12. Quality planning

13. Human resource planning

14. Communications planning4. Create WBS

5. Activity definition

6. Activity sequencing

7. Activity resource estimating

8. Activity duration estimating

9. Schedule development

10. Cost estimating

11. Cost budgeting


14. Communications planning

15. Risk management planning

16. Risk identification

17. Qualitative risk analysis

18. Quantitative risk analysis

19. Risk response planning

20. Plan purchases and acquisitions

21. Plan contracting


Executing Process GroupExecuting Process GroupExecuting Process GroupExecuting Process Group

Integrates resources to carry out project management plan. These seven processes are

1. Direct and manage project execution

2. Perform quality assurance

3. Acquire project team3. Acquire project team

4. Develop project team

5. Information distribution

6. Request seller responses

7. Select sellers



Monitoring and Controlling Process GroupMonitoring and Controlling Process GroupMonitoring and Controlling Process GroupMonitoring and Controlling Process GroupMonitors progress to identify variances from the project management plan so corrective action can be taken to meet project objectives. The following 12 processes are included:

1. Monitor and control project work

2. Integrated change control

3. Scope verification

7. Perform quality control

8. Manage project team

9. Performance reporting3. Scope verification

4. Scope control

5. Schedule control

6. Cost control


9. Performance reporting

10. Manage stakeholders

11. Risk monitoring and control

12. Contract administration


Closing GroupClosing GroupClosing GroupClosing Group

Formalizes acceptance of product, service, or result and brings project or project phase to an end. The following two processes are included:

1. Close project—Finalizing all activities across process groups to formally close project or project phase.formally close project or project phase.

2. Contract closure—Completing each contract, including resolution of open items, and closing each contract relevant to project or project phase.



PM General Management SkillsPM General Management SkillsPM General Management SkillsPM General Management Skills

Required general management areas of expertise include

➤ Accounting

➤ Health, safety, and regulatory compliance practices

➤ Human resources services➤ Human resources services

➤ Information technology services and support

➤ Legal issues

➤ Logistics

➤ Manufacturing and distribution

➤ Purchasing and procurement



PM Interpersonal Skills PM Interpersonal Skills PM Interpersonal Skills PM Interpersonal Skills

Required interpersonal skills includes

➤ Fostering effective communication

➤ Influencing decisions

➤ Developing and providing leadership➤ Developing and providing leadership

➤ Providing individual and team motivation

➤ Managing conflict

➤ Solving problems


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Project management fundamentals